With these decisions reached, we began a discussion of the course to be followed in getting our story before the public. Had there been some independent aviation organization capable of doing the job, we should have looked to them, but under the circumstances, it seemed clear that we must depend upon our trade association, the Aeronautical Chamber of Commerce, in Washington. The war production councils, then functioning effectively, would automatically disband upon cessation of hostilities; the Aeronautical Chamber must be rejuvenated. Discussion of the course to be followed brought out a key suggestion by Raycroft Walsh. Ray had been in the Air Corps in Washington during the Moffett-Mitchell dogfight and had participated in the hearings before the Morrow Board. Having in mind the constructive influence of the Board, he now suggested that we campaign for a new public air policy commission. Fred Rentschler rather pooh-poohed the suggestion but, when I supported it, finally agreed wholeheartedly. Here was a little indicator of how difficult it might prove to sell the idea to the company presidents; if Fred Rentschler needed selling, how about the others less profound in their mental processes than he? We now decided that I should make a swing around the circuit to appraise the states of mind and try to plant the idea before we committed ourselves irrevocably to changes in our own organization that our directors might not approve. On our board, aside from the principal officers of the company, we had enlisted the help of several distinguished “outside directors.” Joseph P. Ripley, president of the New York investment house of Harriman Ripley, had been active in the original incorporation of United Aircraft and Transport. Harry G. Stoddard, president of Wyman Gordon, had long served on our executive committee. Morgan B. Brainard, president of Aetna Life and Affiliated Companies, was a man of broad wisdom and wide business experience. Francis W. Cole, a prominent Hartford lawyer and later board chairman of the great Traveller’s Insurance Company, brought us mature counsel. Mr. Peter M. Fraser, later president of the Connecticut Mutual Life Insurance Company, completed our coterie of able men. And if at times the technicalities of our business confused them somewhat, nonetheless, their unexcelled fundamental business knowledge was a priceless asset to the company. We outlined the plan to them but decided to defer final decision until I could check industry sentiment and determine if the Forrestal suggestion could command its support.